
Your first 90 days as a charity CEO: what to prioritise (and what can wait)
The first 90 days as a charity CEO can feel uncertain. We share what to prioritise, where to focus your time and how to build trust early on.
Stepping into a charity CEO role often means picking things up mid-flow, with expectations already forming around you. Boards want reassurance, teams want clarity, and funders and partners are often watching closely.
There can be an unspoken expectation that a new CEO will arrive with answers and start making changes quickly.
The question of what a new leader should prioritise in their first few months is something we hear frequently in interviews. Boards often ask candidates some version of: “What would your first 90 days look like?
Because we support charities to appoint CEOs and senior leaders, we hear many different versions of that answer. Candidates usually arrive having researched the organisation carefully and outline thoughtful plans for how they would approach those early months.
What stands out is that the strongest candidates rarely talk first about structural change or bold announcements. Instead, they focus on understanding the organisation, building relationships and listening carefully before making major decisions.
In reality, once someone is in the role, the first 90 days are rarely about dramatic change. They are about building the foundations that make good leadership possible.
Read more:Your guide to becoming a charity CEO
Category:Candidate advice

Written by
Clare Chesworth
Head of Social Justice
Clare Chesworth is Head of Social Justice at Peridot Partners. She brings extensive experience in recruitment, HR, and employability across diverse sectors, including events, education, and social justice. Over her recruitment career, she has honed invaluable skills such as active listening, building strong relationships, and fostering collaboration to deliver meaningful outcomes for clients and candidates consistently.
With a passion for supporting marginalised communities, Clare focuses particularly on improving employment opportunities for individuals with additional needs. Before joining Peridot, she designed and led a post-16 provision at a SEN school, preparing young people with autism for apprenticeships and employment. Her dedication to equality, diversity and inclusion has driven her throughout her career, both in her work and as a school governor.
At Peridot, Clare's focus has expanded to working with organisations tackling complex social issues like homelessness and housing. She has led high-profile recruitment campaigns for leadership roles at charities such as Caudwell Children, Society of St James, and YMCA Downslink, always striving to place the right people in roles where they can make a lasting impact.
Outside of work, Clare is deeply involved in her local community and enjoys theatre, cooking for loved ones, and cheering on her sons at rugby matches. Friendly and approachable, she combines her professional expertise with a genuine care for people and their potential.
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